nipm istd seminar 2012 - itc abd
Post on 10-Jul-2015
285 Views
Preview:
DESCRIPTION
TRANSCRIPT
Sustaining Competitive Advantage Through People- The Practice in ITC
NIPM – ISTD SEMINARJune 29, 2012
Hyderabad
Sustainability
Vision and Values
The last 100 years…..
• Unflinching adherence to the tenets of the “Living Company”
• “Trusteeship” and the desire to build a timeless “Institution”
• Our “Indian Soul” and “Putting India First”
• Commitment to the “Triple Bottom-Line
ITC’s HR Framework: Anchored in our Vision and Values
• Customer-obsessed• Competition-differentiated• Performance-driven• Future-capable
Sustain ITC’s position as one of India’s most valuable corporations through world-class performance, creating growing value for the Indian economy and the Company’s stakeholders
Competitiveness
Organizational Competence
Horizon 1Defend & expand current products, markets, capabilities and maintain leadership status
Horizon 2Blend skills & competencies residing indifferent businesses to create new engines of growth
Horizon 3Create new capabilities for viable businesses in future.
Time
Profit
Growth Strategy
ITD :Branding, Distribution
& Mfg Mgt
PPD :
Packaging
Competencies
ABD :
Sourcing of
Agri produce
Market packaged prepared Foods & Staples
The Foods Business
Hotels :
Understanding of
Indian palate
Blending our capabilities
Advantage
Alignment & Engagement
(THE ITC WAY)
Mera Hub Mera Plan
Ownership
amongst front-line employees
The Governance Structure
• 3 Tier Structure– Strategic Supervision by the Board– Strategic Management by Corporate Management Committee– Executive Management by CEO and Divisional Management
Committees
• Distributed leadership to ensure focus in a diversified context
• ‘Venture capitalist’ approach by Management Committee
• Businesses are investment centres
Role of Head Office
• A paradigm shift from “How can I control” to “How can I add value?”
• Head Office not the apex of a pyramid but a Strategic Centre
• “What additional value are businesses deriving from being part of the ITC Group?”
• Therefore, from “controller” to “enabler” and from “centralisation” to “empowerment”
• Aligning businesses with Corporate Objectives through strategic levers of control
The Report Card1996 2011
Turnover (US$) 1.14 bn 6.80 bn 500%
PAT (US$) 0.06 bn 1.11 bn 1750%
Market Cap 1.24 bn 31.2 bn 3000%
Portfolio Cigarettes, Tobacco, Paper, Packaging, Hotels
Cigarettes, Tobacco, Paper, Packaging, Hotels, Foods, Personal Care, Lifestyle, IT, Education & Stationery Products, Matches / Agarbatti, Rural Marketing, Agri Business
Attrition amongst Senior Management in the last 5 years
Less than 1%
Average tenure of Senior Management
25 years +
Top Management 95% joined ITC as Management Trainees
ITC’s Agenda : the next 100 years
• Our collective aspiration is that ITC continues to remain a relevant institution
• The people of ITC must believe in the concept of “virtuousness” – the most ennobling behaviours and outcomes, the essence of human kind, the highest aspirations of human beings
The next 100 years…..
Our people must ask themselves not only whether they are achieving their goals and creating value, but must also ask:
–Are we fostering our finest?–Are we pursuing the highest human potential?–What is the highest in us?–What is the best thing to do?–How can we leave a legacy of value?
The HR Agenda
Nurture an organisation where people seek
not only profit, prestige or power,
but beyond !!!
Compassion, Wisdom and Fulfillment
Thank you
top related